10 Principles of Organizational Culture

7/26/2019 10 Principles of Organizational Culture

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Discussed by:JAY-R M. BALLON

10 PRINCIPLES OFGANIZATIONAL CULTU


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INTRODUCTION

Companies can ap !ei"

nau"a# ad$ana%e &!en !ey'ocus on c!an%in% a 'e&impo"an be!a$io"s( en#is

in'o"ma# #eade"s( and !a"ness!e po&e" o' emp#oyees)emoions.


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De*niion

Culture is the self-sustaining

pattern of behavior thatdetermines how things are done.


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T!"ee dimensions o' co"po"ae

cu#u"e

+YMBOLIC R,MIND,R+ a"i'acs !aa"e eni"e#y $isib#e

/,Y+TON, B,0A1IOR+ "ecu""in%acs !a "i%%e" o!e" be!a$io"s and!a a"e bo! $isib#e and in$isib#e

MIND-+,T+ aiudes and be#ie's !aa"e &ide#y s!a"ed bu e2c#usi$e#yin$isib#e


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Research shows that companies that use a fewspecic cultural catalysts that is to say,

those that use informal emotional approachesto inuencing behavior are signicantlymore likely to eperience change that lasts. !fthe companies that reported consciously using

elements of their culture in "trategy#$s %&'(*lobal Culture # Change +anagement "urvey,& percent said their rms achievedsustainable improvement in organiational

pride and emotional commitment. hatcompares with (/ percent for rms that didn$tuse culture as a lever.
http://www.strategyand.pwc.com/culture-and-changehttp://www.strategyand.pwc.com/culture-and-change


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you" cu""en

cu#u"a# siuaion3us is &!a i is 4and i conains

componens !ap"o$ide nau"a#ad$ana%es ocompanies as &e##as componens!a may ac asb"a5es.


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To &o"5 &i! you" cu#u"e e7eci$e#y(!e"e'o"e( you mus unde"sand i("eco%ni8e &!ic! "ais a"e

p"eeminen and consisen( anddisce"n unde" &!a ypes o'condiions !ese "ais a"e #i5e#y o be

a !e#p o" a !ind"ance. 9u ano!e" &ay( !e"e)s bo! a yin

and a yan% o cu#u"a# "ais.


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I is a common#y !e#d$ie& !a be!a$io"a#c!an%e 'o##o&s mena#s!i's( as su"e#y as ni%!

'o##o&s day. T!is is &!y o"%ani8aions

o'en "y o c!an%e mind-ses and u#imae#ybe!a$io" bycommunicain% $a#uesand puin% !em in%#ossy b"oc!u"es.


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+ome %ood e2amp#es o' be!a$io"c!an%e( &!ic! &e)$e obse"$ed a anumbe" o' companies( "e#ae o

empo&e"men "educin% !e numbe"o' app"o$a#s needed 'o" decisions(co##abo"aion sein% up easy &ays

o con$ene 3oin p"o3ecs( andine"pe"sona# "e#aions de$isin%muua##y "espec'u# p"acices 'o"

"aisin% conenious issues o"


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Con$eniona#

&isdom ad$ocaesa comp"e!ensi$eapp"oac! 4

e$e"ybody s!ou#dc!an%e e$e"y!in%!a)s no pe"'ecBu companies

mus be "i%o"ous#yse#eci$e &!en icomes o pic5in%be!a$io"s.


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T!e 5ey is o 'ocus on &!a &e ca## ;!ec"iica# 'e&(< a sma## numbe" o' impo"anbe!a$io"s !a &ou#d !a$e %"ea impac i'

pu ino p"acice by a si%ni*can numbe" o'peop#e.

Disce"n a 'e& !in%s peop#e do !"ou%!ou

!e company !a posii$e#y a7ec businesspe"'o"mance 4 'o" e2amp#e( &ays o'sa"in% meein%s o" a#5in% &i! cusome"s.


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Ma5e su"e !ose a"e a#i%ned &i! !ecompany)s o$e"a## s"ae%y.

A#so c!ec5 !a peop#e 'ee# %oodabou doin% !ese !in%s( so !a youap ino emoiona# commimen.


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T!en codi'y !em: T"ans#ae !osec"iica# be!a$io"s ino simp#e( p"acica#seps !a peop#e can a5e e$e"y day.

Ne2( se#ec %"oups o' emp#oyees &!oa"e p"imed 'o" !ese 'e& be!a$io"s(

!ose &!o &i## "espond s"on%#y o !ene& be!a$io"s and &!o a"e #i5e#y oimp#emen and sp"ead !em.


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01euroscience research suggeststhat people act their way intobelieving rather than thinking theirway into acting.2


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Au!o"iy( &!ic! iscon'e""ed by a 'o"ma#

posiion( s!ou#d nobe con'used &i!#eade"s!ip.

Leade"s!ip is a

nau"a# a"ibue(e2e"cised anddisp#ayed in'o"ma##y&i!ou "e%a"d o i#e

o" posiion in !eo"%ani8aiona# c!a".


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=ou" Types o' Au!enic In'o"ma#

Leade"s

Pride buildersa"e mase" moi$ao"s o' o!e"peop#e( and caa#yss 'o" imp"o$emen a"ound !em. O'en 'ound in !e "o#e o' #ine mana%e"( !ey unde"sand

!e moi$aions o' !ose &i! &!om !ey &o"5.

T!ey 5no& !o& o 'ose" a sense o' e2ce##ence amon%o!e"s.

T!ey can be 'ound a e$e"y #e$e# o' a !ie"a"c!y> some o'!e mos e7eci$e p"ide bui#de"s a"e c#ose o !e '"on#ine( &!e"e !ey can ine"ac di"ec#y &i! cusome"s as

&e## as emp#oyees. 9"ide bui#de"s o'en !a$e po&e"'u# insi%!s abou !e

cu#u"e and abou &!a be!a$io"s a"e #i5e#y o #ead oimp"o$emen.


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Exemplarsa"e "o#e mode#s.T!ey b"in% $ia# be!a$io"s o" s5i##s o

#i'e( and o!e"s pay aenion o !em.

T!ey a"e &e## "especed and a"ee7eci$e pee" in?uence"s in !e midd#eand senio" mana%emen co!o"s.


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Net!r"ersa"e !ubs o' pe"sona#communicaion &i!in !eo"%ani8aion.T!ey 5no& many peop#e( and

communicae '"ee#y and open#y &i!!em.

T!ey se"$e as #in5s amon% peop#e &!omi%! no o!e"&ise s!a"e in'o"maiono" ideas.

I' you &an o see an idea "a$e# $i"a##y

!"ou%! an ene"p"ise( en#is you"


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Earl# ad!ptersen!usiasica##y#ac! ono and e2pe"imen &i! ne&ec!no#o%ies( p"ocesses( and &ays o'

&o"5in%. In$o#$e !em in you" pe"'o"mance pi#os(

o" &!ene$e" you a"e "yin% o

demons"ae impac @uic5#y.


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Ideni'yin%( en%a%in%( and nu"u"in%suc! in'o"ma# #eade"s a##o&scompanies o !a"ness !ei" a#ens

and 'u"!e" !e company)s"ans'o"maion e7o"s.


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I' sa7 membe"s see

a disconnecbe&een !e cu#u"ean o"%ani8aionp"omu#%aes and

!e one is 'o"ma##eade"s!ip 'o##o&s(!ey)## disen%a%e@uic5#y '"om !e

ad$e"ised cu#u"eand simp#y mimic!ei" senio"s)be!a$io".


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T!e peop#e a !e op !a$e odemons"ae !e c!an%e !ey &ano see. 0e"e( oo( !e c"iica# 'e&

come ino p#ay. A !and'u# o' !e "i%!5ind o' #eade"s !a$e o be on boa"do sa" !e p"ocess.


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!en peop#e a#5abou 'ee#in%s(moi$aions( and

$a#ues 4 a## o'&!ic! a"e $ia#e#emens o's"on% cu#u"es 4!e con$e"saioncan o'en $ee"ino abs"acions.


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Too many emp#oyees &a#5 a&ay '"omcu#u"e-'ocused o&n !a##s o" $a#uesdiscussions &onde"in% !o& !e

ad$ice on !o& o be a bee" pe"sonacua##y "ans#aes ino !e &o"5 !eydo.


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To a$oid !is disconnec( o7e"an%ib#e( &e##-de*ned e2amp#es o'!o& cu#u"a# ine"$enions #ead o

imp"o$ed pe"'o"mance and *nancia#oucomes.

+e#ec be!a$io"s !a a"e aimedspeci*ca##y a imp"o$in% businesspe"'o"mance and can be measu"ed

o$e" ime.


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!en peop#e !ea" aboune& !i%!-p"o*#e

iniiai$es and e7o"s(and !en don) see anyaci$iy "e#aed o !em'o" se$e"a# mon!s(!ey)## disen%a%e and%"o& cynica#.

T!a)s &!y i is e2"eme#yimpo"an o s!o&case!e impac o' cu#u"a#e7o"s on business"esu#s as @uic5#y aspossib#e.


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One e7eci$e me!od o' doin% so is osa%e pe"'o"mance pi#os 4 !a is( !i%!-p"o*#e demons"aion p"o3ecs.

9i#os a"e "e#ai$e#y #o&-"is5 e7o"s !ain"oduce speci*c be!a$io"s !a can !enbe e$a#uaed and assessed.

T!ey o'en "e#y on a das!boa"d !ade*nes desi"ed impacs( !e acics used(and !e speci*c me"ics o be emp#oyed.


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Ideas can sp"ead$i"a##y ac"oss

o"%ani8aiona#depa"mens and'uncions( as &e## as'"om !e op do&n and

'"om !e boom up. One po&e"'u# &ay o

sp"ead ideas is!"ou%! socia# media:

b#o%s( =aceboo5 o"Lin5edIn poss( and&ees


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By no& i is &e## esab#is!ed !a socia#media can be mo"e e7eci$e a sp"eadin%in'o"maion( ne&s( and music !an

"adiiona# modes o' dis"ibuion. T!e same !o#ds &i! c"iica# be!a$io"s.

9eop#e a"e o'en mo"e "ecepi$e oc!an%es in ;!e &ay &e do !in%s a"ound

!e"e< &!en !ose c!an%es a"e"ecommended o" s!a"ed by '"iends(co##ea%ues( and o!e" associaes.


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e)$e emp!asi8ed!e "o#e !a

in'o"ma# #eade"scan p#ay in !e#pin%ideas %o $i"a#.

Bu i)s a#soimpo"an omac! !e ne&cu#u"a# di"ecion&i! e2isin% &ayso' doin% business.


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In'o"ma# mec!anisms and cu#u"a#ine"$enions mus comp#emen andine%"ae &i! !e mo"e common

'o"ma# o"%ani8aion componens( no&o"5 a c"oss-pu"poses.


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By p"o$idin% !e s"ucu"e in &!ic!peop#e &o"5 4 !"ou%! discip#inessuc! as o"%ani8aion desi%n(

ana#yics( !uman "esou"ces( and #eanp"ocess imp"o$emen 4 the formalorganization provides a rationalmotivation for employee actions(&!i#e !e informal organizationenables the emotionalcommitment that characterizes

peak performance.


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Companies !a!a$e !ad %"easuccess

&o"5in% &i!cu#u"e 4 &e ca##!em ;cu#u"e

supe"sa"s< 4aci$e#y monio"(mana%e( ca"e

'o"( and updae


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&!en a#i%ned &i! s"ae%ic andope"ain% p"io"iies( cu#u"e canp"o$ide !idden sou"ces o' ene"%y andmoi$aion !a can acce#e"ae

c!an%es 'ase" !an 'o"ma# p"ocessesand p"o%"ams.

,$en i' you !a$e a !i%!#y e7eci$ecu#u"e oday( i may no be %oodenou%! 'o" omo""o&.


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Li$in% in You" Cu#u"e

A#!ou%! c!a##en%in%(mu#idimensiona#( and o'en dicu#o dea# &i!( a company)s cu#u"a#

siuaion consiues a po&e"'u# seo' emoiona# "esou"ces.

As is !e case &i! o!e" "esou"ces 4

!uman( ec!no#o%ica#( *nancia# 4 iis incumben upon #eade"s o s"i$eo %e !e mos $a#ue ou o' i.


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T!e bes &ay o sa" is o as5 you"se#' ase"ies o' @uesions.

!a a"e !e mos impo"an emoiona#'o"ces !a dee"mine &!a you" peop#edo

!a 'e& be!a$io" c!an%es &ou#d mae"

mos in meein% s"ae%ic and ope"aiona#impe"ai$es

!o a"e !e au!enic in'o"ma# #eade"s

you can en#is And &!a can you and you" 'e##o& senio"

#eade"s do di7e"en#y o si%na# and"ein'o"ce !ose c"iica# be!a$io"s


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T!a)s !e bad ne&s.

,2pec an e$o#uion( no a "e$o#uion.

One o' !e c!a##en%es o' &o"5in%&i! cu#u"e is !a( as &e)$e noed(i c!an%es %"adua##y 4 o'en oo

s#oy 'o" #eade"s 'acin% 'as-mo$in%compeio"s.


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T!e %ood ne&s

I' you app"oac! cu#u"e &i! "especand ine##i%ence( as a mi#ieu in &!ic!you and you" ene"p"ise #i$e( you can

use i o acce#e"ae you" compeii$emomenum.


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T!e"e)s no bee"

ime !an !e

p"esen o sa".


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Re'e"ence:

!p:&&&.s"ae%y-business.coma"ic#eEF-9"incip#es-o'-O"%ani8aiona#-Cu#u"e%5oGHEd'


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MANY T0AN/+.

B, T0, +TART O= C0ANK,

T0AN/ YOU =OR LI+T,NINK..

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10 Principles of Organizational Culture